Abstract
This study attempts to trace the development of the client-consultant relationship and isolate those characteristics that distinguish successful consultations from unsuccessful ones. Each of 20 organi zation development consultants (in two to three-hour structured interviews) described both a positive and a negative client-consul tant relationship. Transcripts from the interviews describing all these cases provided the data for the research. A content analysis of interview transcripts was done to analyze what descriptions consul tants used to describe and differentiate the two cases. The second analysis suggested a list of seven qualities that are present in the consultation cases that consultants selected as positive and less prevalent or absent in those cases judged as negative. The article concludes with a discussion of how both consultants and clients can use this information to improve relationships.
Get full access to this article
View all access options for this article.